Successful Procedure Quotes

Whether chemists, physicists, or political scientists, the most successful problem solvers spend mental energy figuring out what type of problem they are facing before matching a strategy to it, rather than jumping in with memorized procedures.

Over the course of many encounters and many years, I have successfully developed a standard operating procedure for dealing with big, nasty monsters. Run away.

The methods that will most effectively minimize the ability of intruders to compromise information security are comprehensive user training and education. Enacting policies and procedures simply won't suffice. Even with oversight the policies and procedures may not be effective: my access to Motorola, Nokia, ATT, Sun depended upon the willingness of people to bypass policies and procedures that were in place for years before I compromised them successfully

Games are clearly differentiated from procedures, rituals, and pastimes by two chief characteristics: (1) their ulterior quality and (2) the payoff. Procedures may be successful, rituals effective, and pastimes profitable, but all of them are by definition candid; they may involve contest, but not conflict, and the ending may be sensational, but it is not dramatic. Every game, on the other hand, is basically dishonest, and the outcome has a dramatic, as distinct from merely exciting, quality.

Looking back down the vale of the ages at the endless recurrence of their reincarnations, before they were forced to drink their vials of forgetting and all became obscure to them again, they could see no pattern at all to their efforts; if the gods had a plan, or even a set of procedures, if the long train of transmigrations was supposed to add up to anything, if it was not just mindless repetition, time itself nothing but a succession of chaoses, no one could discern it; and the story of their transmigrations, rather than being a narrative without death, as the first experiences of reincarnation perhaps seemed to suggest, had become instead a veritable charnel house. Why read on? Why pick up their book from the far wall where it has been thrown away in disgust and pain, and read on? Why submit to such cruelty, such bad karma, such bad plotting? The reason is simple: these things happened. They happened countless times, just like this. The oceans are salt with our tears. No one can deny that these things happened. And so there is no choice in the matter. They cannot escape the wheel of birth and death, not in the experience of it, or in the contemplation of it afterwards; and their anthologist, Old Red Ink himself, must tell their stories honestly, must deal in reality, or else the stories mean nothing. And it is crucial that the stories mean something.

The babies had been successfully anesthetized after only a few hours, a complex procedure because of their shared blood vessels.

Whether the task is mental or physical, interleaving improves the ability to match the right strategy to a problem. That happens to be a hallmark of expert problem solving. Whether chemists, physicists, or political scientists, the most successful problem solvers spend mental energy figuring out what type of problem they are facing before matching a strategy to it, rather than jumping in with memorized procedures. In that way, they are just about the precise opposite of experts who develop in kind learning environments, like chess masters, who rely heavily on intuition.

Of the many 'firsts' with which I have been involved at the Texas Heart Institute —including the first successful human heart transplant in the United States and the first total artificial heart transplant in the world—the achievement that may have the greatest impact on health care did not occur in the operating room or in the research laboratory. It happened on a piece of paper... when we created the first-ever packaged pricing plan for cardiovascular surgical procedures.

The particular skill that allows you to talk your way out of a murder rap, or convince your professor to move you from the morning to the afternoon section, is what the psychologist Robert Sternberg calls “practical intelligence.” To Sternberg, practical intelligence includes things like “knowing what to say to whom, knowing when to say it, and knowing how to say it for maximum effect.” It is procedural: it is about knowing how to do something without necessarily knowing why you know it or being able to explain it. It’s practical in nature: that is, it’s not knowledge for its own sake. It’s knowledge that helps you read situations correctly and get what you want.

Outside, on the other side of a black iron grill, was another crowd, just as anxious, just as sweaty and frightened. These were the parents and friends of those departing. They all waited for deliverance. When all the customs procedures had been completed, when the crowd of travelers had passed through the last security booths and were walking toward the tarmac, you could see, on the faces of those left behind, the relief, the joy, the pride of vicarious success. The vision of a happier future elsewhere, anywhere but here. Smiles of contentment, faces radiant with happiness. Nowhere else in the world does separation bear the hideous face of joy. This was a grotesque face, a deviation from all rules of human nature.

The extreme form of power is All against One, the extreme form of violence is One against All. And this latter is never possible without instruments. To claim, as is often done, that a tiny unarmed minority has successfully, by means of violence—shouting, kicking up a row, et cetera—disrupted large lecture classes whose overwhelming majority had voted for normal instruction procedures is therefore very misleading.

When ye set about a difficult quest—if ye’re Kahnyen’kehaka, I mean—ye generally go aside for a time, to fast and pray for guidance. We havena time to be doing that now, of course. But often, while ye’re doing that, ye choose a talisman—or to be right about it, it chooses you—” He sounded completely matter-of-fact about this procedure, Roger noted. “And ye carry it with ye through the quest, to keep the attention of the spirits upon your desire and ensure your success.

The ideal of the rule of law, along with equality under the law, is one of the bases of tolerance. It means that, one way or another, governments themselves must act in accordance with the law- a responsibility they sometimes try to evade. The treatment of asylum seekers in Australia is an example, where successive Commonwealth governments have produced a series of changes to the law. In a liberal-democratic society the rule of law also means that there must be open discussion about those laws and how they are being upheld in the courts. It also means predictability- known rules about the relationship between people and governments, and in certain matters, between individuals. It is intended to mean fairness - no one should be condemned unheard, and hearings must be carried out openly by courts or tribunals as independent of governments as possible. (In their wars against asylum seekers, governments have shuffled procedures around as if they were fairground illusionists.)

Joan McCord was a pioneer iconoclast who was willing to question whether well-meaning, beneficial-sounding programs truly met the goal of helping their subjects. McCord found that social programs almost never constructed the procedures needed to reliably evaluate their success. In fact, she found that those working in social interventions often took affront to anyone who wanted to evaluate their programs, since they felt good intentions alone should have been a guarantee of their effectiveness.

At its simplest, weaving involves two sets of threads: weft threads and warp threads. The warp threads are held tightly by a device called a loom. The process of weaving involves passing a weft thread over and under successive warp threads. This is the basic procedure to weave most kinds of cloth. In tapestry weaving, the warps are spaced widely enough that the weft slides down over them and completely hides the warp. Because the warp is hidden and the image we see is created by the weft alone, the weaving is called weft-faced.

While some of these near-death experiences are marked by a sense of helplessness and passivity, even dissociation, in others there is an intense sense of immediacy and reality, and a dramatic acceleration of thought and perception and reaction, which allow one to negotiate danger successfully. Noyes and Kletti describe a jet pilot who faced almost certain death when his plane was improperly launched from its carrier: “I vividly recalled, in a matter of about three seconds, over a dozen actions necessary to successful recovery of flight attitude. The procedures I needed were readily available. I had almost total recall and felt in complete control.

Lareau calls the middle-class parenting style "concerted cultivation." It’s an attempt to actively "foster and assess a child’s talents, opinions and skills." Poor parents tend to follow, by contrast, a strategy of "accomplishment of natural growth." They see as their responsibility to care for their children but to let them grow and develop on their own. Lareau stresses that one style isn’t morally better than the other. The poorer children were, to her mind, often better behaved, less whiny, more creative in making use of their own time, and had a well-developed sense of independence. But in practical terms, concerted cultivation has enormous advantages. The heavily scheduled middleclass child is exposed to a constantly shifting set of experiences. She learns teamwork and how to cope in highly structured settings. She is taught how to interact comfortably with adults, and to speak up when she needs to. In Lareau’s words, the middle-class children learn a sense of "entitlement." That word, of course, has negative connotations these days. But Lareau means it in the best sense of the term: "They acted as though they had a right to pursue their own individual preferences and to actively manage interactions in institutional settings. They appeared comfortable in those settings; they were open to sharing information and asking for attention It was common practice among middle-class children to shift interactions to suit their preferences." They knew the rules. "Even in fourth grade, middle-class children appeared to be acting on their own behalf to gain advantages. They made special requests of teachers and doctors to adjust procedures to accommodate their desires." By contrast, the working-class and poor children were characterized by "an emerging sense of distance, distrust, and constraint." They didn’t know how to get their way, or how to "customize"—using Lareau’s wonderful term—whatever environment they were in, for their best purposes.

Connor had become a doctor just two days ago—along with all of his friends. They were hand-selected at just three years old to undergo intensive medical training as part of a controversial experiment, called Kid Docs. In the past few years, the Kid Docs program had produced some of the best doctors in the entire country, if not the world. They had some of the lowest complication rates and the highest success rates, and they had developed innovative new procedures that saved lives that were previously unsalvageable. Connor hoped that he would be among the best doctors in the world someday. But right now, he was focused on only a single thing: saving this one man’s life.

Lareau stresses that one style isn’t morally better than the other. The poorer children were, to her mind, often better behaved, less whiny, more creative in making use of their own time, and had a well-developed sense of independence. But in practical terms, concerted cultivation has enormous advantages. The heavily scheduled middle-class child is exposed to a constantly shifting set of experiences. She learns teamwork and how to cope in highly structured settings. She is taught how to interact comfortably with adults, and to speak up when she needs to. In Lareau’s words, the middle-class children learn a sense of “entitlement.” That word, of course, has negative connotations these days. But Lareau means it in the best sense of the term: “They acted as though they had a right to pursue their own individual preferences and to actively manage interactions in institutional settings. They appeared comfortable in those settings; they were open to sharing information and asking for attention…. It was common practice among middle-class children to shift interactions to suit their preferences.” They knew the rules. “Even in fourth grade, middle-class children appeared to be acting on their own behalf to gain advantages. They made special requests of teachers and doctors to adjust procedures to accommodate their desires.” By contrast, the working-class and poor children were characterized by “an emerging sense of distance, distrust, and constraint.” They didn’t know how to get their way, or how to “customize”—using Lareau’s wonderful term—whatever environment they were in, for their best purposes.

It is worth pausing for a second to reflect on Snow’s willingness to pursue his investigation this far. Here we have a man who had reached the very pinnacle of Victorian medical practice—attending on the queen of England with a procedure that he himself had pioneered—who was nonetheless willing to spend every spare moment away from his practice knocking on hundreds of doors in some of London’s most dangerous neighborhoods, seeking out specifically those houses that had been attacked by the most dread disease of the age. But without that tenacity, without that fearlessness, without that readiness to leave behind the safety of professional success and royal patronage, and venture into the streets, his “grand experiment”—as Snow came to call it—would have gone nowhere. The miasma theory would have remained unchallenged.

practical intelligence includes things like “knowing what to say to whom, knowing when to say it, and knowing how to say it for maximum effect.” It is procedural: it is about knowing how to do something without necessarily knowing why you know it or being able to explain it. It’s practical in nature: that is, it’s not knowledge for its own sake. It’s knowledge that helps you read situations correctly and get what you want. And, critically, it is a kind of intelligence separate from the sort of analytical ability measured by IQ. To use the technical term, general intelligence and practical intelligence are “orthogonal”: the presence of one doesn’t imply the presence of the other. You can have lots of analytical intelligence and very little practical intelligence, or lots of practical intelligence and not much analytical intelligence,

The first obstacle [to liberal education] is the learning situation itself. What is the ideal learning situation? It is the more or less continuous contact between a student and his teacher, who is another student, more advanced in many ways, but still learning himself. This situation usually does not prevail; in fact, it is extremely rare. Since the immemorial, institutions of learning, especially higher learning, have been established, called „schools“ — and the ambiguity of the term becomes immediately apparent. Institutionalization means ordering activities into certain patters; in the case of learning activities, into classes, schedules, courses, curriculums, examinations, degress, and all the venerable and sometimes ridiculous paraphernalia of academic life. The point is that such institutionalization cannot be avoided: both the gregarious and the rational character of man compel him to impose upon himself laws and regulations. Moreover, the discipline of learning itself seems to require an orderly and planned procedure. And yet we all know how this schedule routine can interfere with the spontaneity of questioning and of leaning and the occurrence of genuine wonderment. A student may even never become aware that there is the possibility of spontaneous learning which depends merely on himself and on nobody and nothing else. Once the institutional character of learning tends to prevail, the goal of liberal education may be completely lost sight of, whatever other goals may be successfully reached. And I repeat, this obstacle is not extraneous to learning. It is prefigured in the methodical and systematic character of exploratory questioning. It has to be faced over and over again.

Practical intelligence includes things like "knowing what to say to whom, knowing when to say it, and knowing how to say it for maximum effect." It is procedural: it is about knowing how to do something without necessarily knowing why you know it or being able to explain it. It's practical in nature: that is, it's not knowledge for its own sake. It's knowledge that helps you read situations correctly and get what you want. And, critically, it is a kind of intelligence separate from the sort of analytical ability measured by IQ. To use the technical term, general intelligence and practical intelligence are "orthogonal": the presence of one doesn't imply the presence of other. You can have lots of analytical intelligence and very little practical intelligence, or lots of practical intelligence and not much analytical intelligence, or--as in the case of Robert Oppenheimer--you can have lots of both.

No revolution can be successful without organization and money. "The downtrodden masses" usually provide little of the former and none of the latter. But Insiders at the top can arrange for both.   What did these people possibly have to gain in financing the Russian Revolution? What did they have to gain by keeping it alive and afloat, or, during the 1920's by pouring millions of dollars into what Lenin called his New Economic Program, thus saving the Soviets from collapse?   Why would these "capitalists" do all this? If your goal is global conquest, you have to start somewhere. It may or may not have been coincidental, but Russia was the one major European country without a central bank. In Russia, for the first time, the Communist conspiracy gained a geographical homeland from which to launch assaults against the other nations of the world. The West now had an enemy.   In the Bolshevik Revolution we have some of the world's richest and most powerful men financing a movement which claims its very existence is based on the concept of stripping of their wealth men like the Rothschilds, Rockefellers, Schiffs, Warburgs, Morgans, Harrimans, and Milners. But obviously these men have no fear of international Communism. It is only logical to assume that if they financed it and do not fear it, it must be because they control it. Can there be any other explanation that makes sense? Remember that for over 150 years it has been standard operating procedure of the Rothschilds and their allies to control both sides of every conflict. You must have an "enemy" if you are going to collect from the King. The East-West balance-of-power politics is used as one of the main excuses for the socialization of America. Although it was not their main purpose, by nationalization of Russia the Insiders bought themselves an enormous piece of real estate, complete with mineral rights, for somewhere between $30 and $40 million.   ----  

After initial annoyance about the surprise drills, the Pentagon quickly saw value in the president’s interest. “It is the first time in years that they have a president who takes his role as Commander-in-Chief seriously,” a White House aide bragged. “They’re ecstatic.” Amid Vietnam, Watergate, and a relatively calm period of the Cold War in general, Johnson, Nixon, and Ford had shown little interest in the emergency procedures, which for the most part had continued to chug along far off the White House’s radar. Carter’s administration, on the other hand, ran the only full-scale activation of the Greenbrier congressional relocation facility—on cue, the Forsythe Associates team hauled hundreds of desks out of their warehouse on the resort grounds and—while the conference facilities were closed to the public—set up the exhibit hall as if Congress had successfully relocated there. Outside the small Forsythe Associates crew, none of the resort guests or staffers noticed. •

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

Code of Civil Procedure §1161(2) prevents the landlord from claiming rent due more than a year before the service of the 3-day notice. See Fifth & Broadway Partnership v Kimny, Inc. (1980) 102 CA3d 195, 202. An argument could also be made on the ground of laches that it is inequitable for a landlord to wait a full year before demanding overdue rent. That argument was successfully made in Maxwell v Simons (Civ Ct 1973) 353 NYS2d 589, which held that it was unconscionable for a landlord to permit the tenant to fall more than 3 months behind in rent before bringing an unlawful detainer action based on the total arrearage. New York law required the tenant to pay the arrearage within 5 days or return possession. The court held that the landlord could base his eviction action only on the last 3 months' nonpayment of rent and would have to recover the balance in an ordinary action for rent. See also Marriott v Shaw (Civ Ct 1991) 574 NYS2d 477 and Dedvukaj v Mandonado (Civ Ct 1982) 453 NYS2d 965. In California, this reasoning, along with the cases cited above on "equitable" defenses, might be used to attack a 3-day notice to pay or quit demanding more than three months' back rent.

The transmission of the meaning of an institution is based on the social recognition of that institution as a “permanent” solution to a “permanent” problem of the given collectivity. Therefore, potential actors of institutionalized actions must be systematically acquainted with these meanings. This necessitates some form of “educational” process. The institutional meanings must be impressed powerfully and unforgettably upon the consciousness of the individual. Since human beings are frequently sluggish and forgetful, there must also be procedures by which these meanings can be reimpressed? and rememorized, if necessary by coercive and generally unpleasant means. Furthermore, since human beings are frequently stupid, institutional meanings tend to become simplified in the process of transmission, so that the given collection of institutional “formulae” can be readily learned and memorized by successive generations. The “formula” character of institutional meanings ensures their memorability. We have here on the level of sedimented meanings the same processes of routinization and trivialization that we have already noted in the discussion of institutionalization. Again, the stylized form in which heroic feats enter a tradition is a useful illustration.

The historian Michael Walzer has argued that modern revolution was a task for the kind of ascetic, single-minded, self-denying personality that Calvinism sought to inculcate, and certainly some of the successful revolutionaries of the West would seem to fill the bill. As we have seen, the English revolutionary leader Oliver Cromwell, a Calvinist himself, railed perpetually against the festive inclinations of his troops. The Jacobin leader Robespierre despised disorderly gatherings, including “any group in which there is a tumult”—a hard thing to avoid during the French Revolution, one might think.73 His fellow revolutionary Louis de Saint-Just described the ideal “revolutionary man” in terms that would have been acceptable to any Puritan: “inflexible, but sensible; he is frugal; he is simple … honorable, he is sober, but not mawkish.”74 Lenin inveighed against “slovenliness … carelessness, untidiness, unpunctuality” as well as “dissoluteness in sexual life,”75 seeing himself as a “manager” and “controller” as well as a leader.76 For men like Robespierre and Lenin, the central revolutionary rite was the meeting—experienced in a sitting position, requiring no form of participation other than an occasional speech, and conducted according to strict rules of procedure. Dancing, singing, trances—these could only be distractions from the weighty business at hand.

The mythical ‘butterfly effect’ does exist, but we don’t spend enough time butterfly hunting. Here are some recent butterfly effect discoveries, from my own experience: A website adds a single extra option to its checkout procedure – and increases sales by $300m per year. An airline changes the way in which flights are presented – and sells £8m more of premium seating per year. A software company makes a seemingly inconsequential change to call-centre procedure – and retains business worth several million pounds. A publisher adds four trivial words to a call-centre script – and doubles the rate of conversion to sales. A fast-food outlet increases sales of a product by putting the price . . . up. All these disproportionate successes were, to an economist, entirely illogical. All of them worked. And all of them, apart from the first, were produced by a division of my advertising agency, Ogilvy, which I founded to look for counter-intuitive solutions to problems. We discovered that problems almost always have a plethora of seemingly irrational solutions waiting to be discovered, but that nobody is looking for them; everyone is too preoccupied with logic to look anywhere else. We also found, rather annoyingly, that the success of this approach did not always guarantee repeat business; it is difficult for a company, or indeed a government, to request a budget for the pursuit of such magical solutions, because a business case has to look logical.

Suppose that you need to hire a sales representative for your firm. If you are serious about hiring the best possible person for the job, this is what you should do. First, select a few traits that are prerequisites for success in this position (technical proficiency, engaging personality, reliability, and so on). Don’t overdo it—six dimensions is a good number. The traits you choose should be as independent as possible from each other, and you should feel that you can assess them reliably by asking a few factual questions. Next, make a list of those questions for each trait and think about how you will score it, say on a 1–5 scale. You should have an idea of what you will call “very weak” or “very strong.” These preparations should take you half an hour or so, a small investment that can make a significant difference in the quality of the people you hire. To avoid halo effects, you must collect the information on one trait at a time, scoring each before you move on to the next one. Do not skip around. To evaluate each candidate, add up the six scores. Because you are in charge of the final decision, you should not do a “close your eyes.” Firmly resolve that you will hire the candidate whose final score is the highest, even if there is another one whom you like better—try to resist your wish to invent broken legs to change the ranking. A vast amount of research offers a promise: you are much more likely to find the best candidate if you use this procedure than if you do what people normally do in such situations, which is to go into the interview unprepared and to make choices by an overall intuitive judgment such as “I looked into his eyes and liked what I saw.

The information in this topic of decision making and how to create and nurture it, is beneficial to every cop in their quest to mastering tactics and tactical decision making and are a must read for every cop wanting to be more effective and safe on the street. My purpose is to get cops thinking about this critical question: In mastering tactics shouldn’t we be blending policy and procedure with people and ideas? It should be understandable that teaching people, procedures helps them perform tasks more skillfully doesn’t always apply. Procedures are most useful in well-ordered situations when they can substitute for skill, not augment it. In complex situations, in the shadows of the unknown, uncertain and unpredictable and complex world of law enforcement conflict, procedures are less likely to substitute for expertise and may even stifle its development. Here is a different way of putting it as Klein explains: In complex situations, people will need judgment skills to follow procedures effectively and to go beyond them when necessary.3 For stable and well-structured tasks i.e. evidence collection and handling, follow-up investigations, booking procedures and report writing, we should be able to construct comprehensive procedure guides. Even for complex tasks we might try to identify the procedures because that is one road to progress. But we also have to discover the kinds of expertise that comes into play for difficult jobs such as, robbery response, active shooter and armed gunman situations, hostage and barricade situations, domestic disputes, drug and alcohol related calls and pretty much any other call that deals with emotionally charged people in conflict. Klein states, “to be successful we need both analysis (policy and procedure) and intuition (people and ideas).”4 Either one alone can get us into trouble. Experts certainly aren’t perfect, but analysis can fail. Intuition isn’t magic either. Klein defines intuition as, “ways we use our experience without consciously thinking things out”. Intuition includes tacit knowledge that we can’t describe. It includes our ability to recognize patterns stored in memory. We have been building these patterns up all our lives from birth to present, and we can rapidly match a situation to a pattern or notice that something is off, that some sort of anomaly is warning us to be careful.5

By pointing to the captain’s foolhardy departure from standard procedure, the officials shielded themselves from the disturbing image of slaves overpowering their captors and relieved themselves of the uncomfortable obligation to explain how and why the events had deviated from the prescribed pattern. But assigning blame to the captain for his carelessness afforded only partial comfort, for by seizing their opportunity, the Africans aboard the Cape Coast had done more than liberate themselves (temporarily at least) from the slave ship. Their action reminded any European who heard news of the event of what all preferred not to contemplate too closely; that their ‘accountable’ history was only as real as the violence and racial fiction at its foundation. Only by ceaseless replication of the system’s violence did African sellers and European buyers render captives in the distorted guise of human commodities to market. Only by imagining that whiteness could render seven men more powerful than a group of twice their number did European investors produce an account naturalizing social relations that had as their starting point an act of violence. Successful African uprisings against European captors were of course moments at which the undeniable free agency of the captives most disturbed Europeans—for it was in these moments that African captives invalidated the vision of the history being written in this corner of the Atlantic world and articulated their own version of a history that was ‘accountable.’ Other moments in which the agency and irrepressible humanity of the captives manifested themselves were more tragic than heroic: instances of illness and death, thwarted efforts to escape from the various settings of saltwater slavery, removal of slaves from the market by reason of ‘madness.’ In negotiating the narrow isthmus between illness and recovery, death and survival, mental coherence and insanity, captives provided the answers the slave traders needed: the Africans revealed the boundaries of the middle ground between life and death where human commodification was possible. Turning people into slaves entailed more than the completion of a market transaction. In addition, the economic exchange had to transform independent beings into human commodities whose most ‘socially relevant feature’ was their ‘exchangeability’ . . . The shore was the stage for a range of activities and practices designed to promote the pretense that human beings could convincingly play the part of their antithesis—bodies animated only by others’ calculated investment in their physical capacities.

BACON, EGG, AND CHEDDAR CHEESE TOAST CUPS Preheat oven to 400 degrees F., rack in the middle position. 6 slices bacon (regular sliced, not thick sliced) 4 Tablespoons (2 ounces, ½ stick) salted butter, softened 6 slices soft white bread ½ cup grated cheddar cheese 6 large eggs Salt and pepper to taste Cook the 6 slices of bacon in a frying pan over medium heat for 6 minutes or until the bacon is firmed up and the edges are slightly brown, but the strips are still pliable. They won’t be completely cooked, but that’s okay. They will finish cooking in the oven. Place the partially-cooked bacon on a plate lined with paper towels to drain it. Generously coat the inside of 6 muffin cups with half of the softened butter. Butter one side of the bread with the rest of the butter but stop slightly short of the crusts. Lay the bread out on a sheet of wax paper or a bread board butter side up. Hannah’s 1st Note: You will be wasting a bit of butter here, but it’s easier than cutting rounds of bread first and trying to butter them after they’re cut. Using a round cookie cutter that’s three and a half inches (3 and ½ inches) in diameter, cut circles out of each slice of bread.   Hannah’s 2nd Note: If you don’t have a 3.5 inch cookie cutter, you can use the top rim of a standard size drinking glass to do this. Place the bread rounds butter side down inside the muffin pans, pressing them down gently being careful not to tear them as they settle into the bottom of the cup. If one does tear, cut a patch from the buttered bread that is left and place it, buttered side down, over the tear. Curl a piece of bacon around the top of each piece of bread, positioning it between the bread and the muffin tin. This will help to keep the bacon in a ring shape. Sprinkle shredded cheese in the bottom of each muffin cup, dividing the cheese as equally as you can between the 6 muffin cups. Crack an egg into a small measuring cup (I use a half-cup measure) with a spout, making sure to keep the yolk intact. Hannah’s 3rd Note: If you break a yolk, don’t throw the whole egg away. Just slip it in a small covered container which you will refrigerate and use for scrambled eggs the next morning, or for that batch of cookies you’ll make in the next day or two. Pour the egg carefully into the bottom of one of the muffin cups. Repeat this procedure for all the eggs, cracking them one at a time and pouring them into the remaining muffin cups. When every muffin cup has bread, bacon, cheese and egg, season with a little salt and pepper. Bake the filled toast cups for 6 to 10 minutes, depending on how firm you want the yolks. (Naturally, a longer baking time yields a harder yolk.) Run the blade of a knife around the edge of each muffin cup, remove the Bacon, Egg, and Cheddar Cheese Toast Cups, and serve immediately. Hannah’s 4th Note: These are a bit tricky the first time you make them. That’s just “beginner nerves”. Once you’ve made them successfully, they’re really quite easy to do and extremely impressive to serve for a brunch. Yield: 6 servings (or 3 servings if you’re fixing them for Mike and Norman).

• No matter how open we as a society are about formerly private matters, the stigma around our emotional struggles remains formidable. We will talk about almost anyone about our physical health, even our sex lives, but bring depression, anxiety or grief , and the expression on the other person would probably be "get me out of this conversation" • We can distract our feelings with too much wine, food or surfing the internet, • Therapy is far from one-sided; it happens in a parallel process. Everyday patients are opening up questions that we have to think about for ourselves, • "The only way out is through" the only way to get out of the tunnel is to go through, not around it • Study after study shows that the most important factor in the success of your treatment is your relationship with the therapist, your experience of "feeling felt" • Attachment styles are formed early in childhood based on our interactions with our caregivers. Attachment styles are significant because they play out in peoples relationships too, influencing the kind of partners they pick, (stable or less stable), how they behave in a relationship (needy, distant, or volatile) and how the relationship tend to end (wistfully, amiably, or with an explosion) • The presenting problem, the issue somebody comes with, is often just one aspect of a larger problem, if not a red herring entirely. • "Help me understand more about the relationship" Here, here's trying to establish what’s known as a therapeutic alliance, trust that has to develop before any work can get done. • In early sessions is always more important for patients to feel understood than it is for them to gain any insight or make changes. • We can complain for free with a friend or family member, People make faulty narratives to make themselves feel better or look better in the moment, even thought it makes them feel worse over time, and that sometimes they need somebody else to read between the lines. • Here-and-now, it is when we work on what’s happening in the room, rather than focusing on patient's stories. • She didn't call him on his bullshit, which this makes patients feel unsafe, like children's whose parent's don’t hold them accountable • What is this going to feel like to the person I’m speaking to? • Neuroscientists discovered that humans have brain cells called mirror neurons, that cause them to mimic others, and when people are in a heightened state of emotion, a soothing voice can calm their nervous system and help them stay present • Don’t judge your feelings; notice them. Use them as your map. Don’t be afraid of the truth. • The things we protest against the most are often the very things we need to look at • How easy it is, I thought, to break someone’s heart, even when you take great care not to. • The purpose on inquiring about people's parent s is not to join them in blaming, judging or criticizing their parents. In fact it is not about their parents at all. It is solely about understanding how their early experiences informed who they are as adults so that they can separate the past from the present (and not wear psychological clothing that no longer fits) • But personality disorders lie on a spectrum. People with borderline personality disorder are terrified of abandonment, but for some that might mean feeling anxious when their partners don’t respond to texts right away; for others that may mean choosing to stay in volatile, dysfunctional relationships rather than being alone. • In therapy we aim for self compassion (am I a human?) versus self esteem (Am I good or bad: a judgment) • The techniques we use are a bit like the type of brain surgery in which the patient remains awake throughout the procedure, as the surgeons operate, they keep checking in with the patient: can you feel this? can you say this words? They are constantly calibrating how close they are to sensitive regions of the brain, and if they hit one, they back up so as not to damage it.

Behavioral compliments include comments like: •I appreciate how organized you are for our meetings. It makes it easy to get the work done. •It must have taken a lot of courage to change careers during your peak of success. I really admire that. •You have an amazing amount of determination. I think it’s remarkable that you set aside time to successfully train for a marathon. Congratulations. •I know you are nervous about this procedure; it’s great that you made yourself show up. •You certainly look at the bright side of things; it is a pleasure to work with you. prevent pregnant pauses with preparation. •You manage to run such an organized home, even with four children!

Next to him sat a stooping little man who made his presence felt by the stench of sweat that came wafting from him every time he made any movement. This man was fiddling around with his feet in the darkness, and, although Pierre couldn’t see his face, he could sense him continually glancing his way. As his eyes grew more used to the dark Pierre realized that this man was unwrapping his footcloths, and the way he was doing it caught Pierre’s imagination. After unwinding the strings from one of his legs he tidied them away and then tackled the other leg, glancing up at Pierre. While one hand was still hanging up the first leg-string, the other hand was busy unwinding the string on the other leg. With this meticulous procedure, in a swift succession of neat and tidy circular movements, the man unrolled his footcloths and hung them up on pegs in the wall overhead, took out a knife, cut off a piece of something, snapped the knife shut, put it away at the head of his sleeping-place, eased himself into a more comfortable position and sat there with his arms clasped round his knees, staring straight at Pierre. Pierre was aware of something rather pleasant, something rounded and reassuring, in those neat, circular movements, the man’s nicely tidied corner, even the very smell of him. He couldn’t take his eyes off him.

From a distance, the BrainTrust appears to be a routine huddle. Up close, it’s more like a painful medical procedure—specifically, a dissection that spotlights, names, and analyzes the film’s flaws in breathtaking detail. A BrainTrust meeting is not fun. It is where directors are told that their characters lack heart, their storylines are confusing, and their jokes fall flat. But it’s also where those movies get better. “The BrainTrust is the most important thing we do by far,” said Pixar president Ed Catmull. “It depends on completely candid feedback.

Crying It Out (Extinction) The optimal time to use this strategy is after three to four months of age (post–due date). Perhaps this is when both parents must return to work full-time or with postcolicky infants (colic usually starts to dissipate at three to four months) or after parents see partial success with graduated extinction. Extinction can successfully be used earlier, but most parents find it unacceptably harsh for younger babies. Extinction was used with some twins in my survey at five to six months of age after the due date, when the parents had suffered from becoming desperately sleep-deprived. At three to four months, many parents in my survey used extinction successfully. Extinction means open-ended crying at night. The process is pretty straightforward: if you know that it is time to sleep and not time to feed, you ignore the crying, without a time limit. Initially, the baby will fall asleep after wearing herself out crying, but very quickly this process teaches the baby how to fall asleep unassisted without protest or crying. And the baby then stays asleep for a longer time. A major fear here is that prolonged crying by one twin will disturb the sleeping of the other. Parents in my survey stated that the sleepy twin, surprisingly, almost always adapted to the crying after a few nights and slept through their sibling’s protests. Of course, another major fear is that you will harm your child by letting him cry. But as long as he is safely in his crib, letting him cry is only a means to an end of better sleeping. There is no published research showing that this procedure causes any harm to children. In contrast, there is no question that not sleeping well truly harms them. If your twins’ bedtime is early and naps are in place, the process of extinction usually takes three to five nights. In general, the parents in my survey describe the first night’s crying to be thirty to forty-five minutes, the second night’s ten to thirty minutes, and the third night’s zero to ten minutes. If their bedtime is too late or a twin is not napping well, the process may take much longer, or it may appear to work but the success is short-lived. Sometimes older children cry more on the second night than on the first, but the entire process still takes just a few days. “We started around three or four months as fatigue from care and unpredictable sleep schedules reached the breaking point. The first night, our babies cried for about twenty minutes; the second for about ten minutes. They’ve slept through the night ever since.

ling chi, which translated either as death by a thousand cuts, the lingering death, or slow slicing.   In ling chi, an executioner would use a knife to methodically remove portions of the body over an extended period of time, eventually resulting in death. According to lore, ling chi began when the torturer, wielding an extremely sharp knife, put out the victim’s eyes, rendering him incapable of seeing the remainder of the torture and ratcheting up the psychological terror of the procedure. Successive cuts removed any small body part that just happened to be sticking out, be it an ear, nose, finger, toe, tongue, or even testicle, followed by the removal of large chunks of flesh from thighs and shoulders. The entire process was said to last three days, and to total three thousand six hundred cuts, after which the butchered carcasses were paraded for the public to see.

● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

WHAT IS COVENANT THEOLOGY? The straightforward, if provocative answer to that question is that it is what is nowadays called a hermeneutic -- that is, a way of reading the whole Bible that is itself part of the overall interpretation of the Bible that it undergirds. A successful hermeneutic is a consistent interpretative procedure yielding a consistent understanding of Scripture in turn confirms the propriety of the procedure itself. Covenant theology is a case in point.

PR Scully & Co Solicitors is a reputable personal injury law firm based in Manchester. With over 25 years of experience, they specialise in handling complex personal injury claims, including medical negligence, accidents at work, serious injuries, pedestrian accidents, motorcycle accidents, and more. They also handle compensation claims related to cosmetic surgery, laser treatments, tattoos, liposuction, breast surgery, and other procedures. The firm operates on a no-win, no-fee basis and has successfully recovered millions of pounds in compensation for their clients. The team at PR Scully & Co is dedicated to providing a straightforward and reliable service, offering free advice and assistance 24/7. They prioritise their clients' well-being and aim to be the best in their field.

The second ingredient on which our identity is based is the same as for the chariot. In the process of reflecting the world, we organize it into entities: we conceive of the world by grouping and segmenting it as best we can in a continuous process that is more or less uniform and stable, the better to interact with it. We group together into a single entity the rocks that we call Mont Blanc, and we think of it as a unified thing. We draw lines over the world, dividing it into sections; we establish boundaries, we approximate the world by breaking it down into pieces. It is the structure of our nervous system that works in this way. It receives sensory stimuli, elaborates information continuously, generating behavior. It does so through networks of neurons, which form flexible dynamic systems that continuously modify themselves, seeking to predict109—as far as possible—the flow of information intake. In order to do this, the networks of neurons evolve by associating more or less stable fixed points of their dynamic with recurring patterns that they find in the incoming information, or—indirectly—in the procedures of elaboration themselves. This is what seems to emerge from the very lively current research on the brain.110 If this is so, then “things,” like “concepts,” are fixed points in the neuronal dynamic, induced by recurring structures of the sensorial input and of the successive elaborations. They mirror a combination of aspects of the world that depends on recurrent structures of the world and on their relevance in their interactions with us. This is what a chariot consists of. Hume would have been pleased to know about these developments in our understanding of the brain.

I define failure as an outcome that deviates from desired results, whether that be failing to win a hoped-for gold medal, an oil tanker spilling thousands of tons of raw oil into the ocean instead of arriving safely in a harbor, a start-up that dives downward, or overcooking the fish meant for dinner. In short, failure is a lack of success. Next, I define errors (synonymous with mistakes) as unintended deviations from prespecified standards, such as procedures, rules, or policies.

10 Common Reasons for IVF Failure  In-vitro fertilization or IVF provides a means towards parenthood to couples struggling with natural pregnancy. Although IVF is a successful, safe, and effective technique some couples may struggle with multiple IVF failures. According to Dr Vandana Narula, MBBS, MD (Obstetrics & Gynaecology), a lot of factors contribute to the success or failure of IVF. The best infertility specialist in sector 43 Chandigarh advises you to not lose hope and discuss the opportunities with your doctor. 10 Common Reasons for IVF Failure The infertility & IVF specialist in Mohali gives the following common reasons for IVF failure: 1. Poor Sperm Quality The quality of sperm determines the quality of the embryo. Men with certain medical conditions including azoospermia or diabetes may procedure poor quality and quantity of sperm. This can either hamper the development of the embryo or lead to an abnormal embryo. 2. Low Anti-Mullerian Hormone (AMH) Values AMH is a hormone secreted by cells in the egg. A good level of AMH in the woman’s blood indicates good ovarian reserve. Women with low AMH values may procedure unhealthy eggs that may not be implanted. 3. Implantation Failure Implantation failure is one of the common causes of IVF failures. It is usually caused by: A non-receptive uterus lining, thin lining, or lining affected by genital tuberculosis. Prevailing immunological conditions make the uterine environment hostile for the embryos. The endometrium has an inbuilt mechanism to reject poor-quality embryos. 4. Poor Quality of Eggs and Embryos The quality of eggs plays a significant role in IVF failure. The quality of eggs is directly related to the age of a woman and her health. The human egg consists of 23 chromosomes. If any of these chromosomes are missing or arranged incorrectly, they can produce abnormal embryos. A woman’s age also plays a key role in the egg quality. With advancing age, the eggs become less healthy and are prone to genetic abnormalities. This can make it difficult for them to be fertilized by sperm and lead to abnormal embryos.

Have you ever seen the teacher of an art class at work? Frequently he will find in the drawing of one pupil a flaw which is so typical of most students’ work at the same stage that he will call the other pupils of the class around the easel. Using the imperfect canvas as his text, he will branch into criticism, advice, exhortation, and will occasionally go on to rub out the mistake and draw the line or put in the color as it should have been done. If you will observe the group at this moment you will discover that, tragically enough, everyone seems to be benefiting by the lecture except the very pupil to whom it should be most valuable. In almost every case the one whose work is providing the example will be quivering, nervous, sometimes tearful, often angry—in short, giving every sign that he is feeling so personally humiliated and insulted that he is reacting at an infantile level. If you ask for help, or put yourself into the relation of a pupil to a teacher, learn to advance by your mistakes instead of suffering through them. Keep your attitude impersonal while you are being shown the road back to the right procedure. If you are in school, or taking class or private instruction, it is wise to take every opportunity to ask well-considered questions, then to act on the information, and finally—and very important—to report to your instructor as to your success or failure through following his advice. This is of advantage not only to you, but to him and his subsequent pupils, since he cannot know what practices are effective and what are only useful to himself and a few like him unless his pupils report in this fashion. If you must consistently report no progress, then one of two things must be true: that you are not fully understanding him, or that you are not working under the right master. After your period of apprenticeship is over, try not to weaken yourself or bring about self-doubt to such an extent that you must have help on minor points of procedure. Every physician and psychiatrist knows that there is a great class of “sufferers” who return again and again, asking so many and such trivial questions that it seems unlikely they could ever have grown to maturity if they were as helpless in all relations as they show themselves to their physicians. No one except a charlatan truly welcomes the appearance of such patients as these. The person who is looking for an excuse to blame his failure on another or who will not, if he can help it, grow up and settle his own difficulties, will go on asking advice until he draws his last breath, and even the astutest consultant may be forgiven if he sometimes mistakes an infrequent questioner for one of the weaker type. A good touchstone to show whether you may be only following a nervous habit of dependence is to ask yourself in every case: “Would I ask this if I had to pay a specialist’s fee for the answer?

The Bible is not something piously stuffy and boring but a scientific procedure for successful living.

Do not freak out about training the same movement or the same body part for two or more days in a row. It is a standard operating procedure among Russian athletes. For example, the Russian National Powerlifting Team benches up to eight times a week. The key to successful frequent training is constant variation of the loading variables: weights, reps, sets, rest periods, tempo, exercise order, exercise selection, etc.

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When the Fed makes a loan, taking securities or bank loans as collateral, the recipient of the loan deposits the funds in a commercial bank. The bank in turn adds the funds to its reserve account at the Fed. When banks hold substantial reserves, they have little need to borrow from other banks, and so the interest rate that banks charge each other for short-term loans—the federal funds rate—tends to fall. But the FOMC targets that same short-term interest rate when making monetary policy. Without offsetting action, our emergency lending—by increasing the reserves that banks held at the Fed—would tend to push down the federal funds rate and other short-term interest rates. Since April, we had set our target for the federal funds rate at 2 percent—the right level, we thought, to balance our goals of supporting employment and keeping inflation under control. We needed to continue our emergency lending and at the same time prevent the federal funds rate from falling below 2 percent. Thus far, we had successfully resolved the potential inconsistency by selling a dollar’s worth of Treasury securities from our portfolio for each dollar of our emergency lending. The sales of Treasuries drained reserves from the banking system, offsetting the increase in reserves created by our lending. This procedure, known as sterilization, allowed us to make loans as needed while keeping short-term interest rates where we wanted them.

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Procedure One, then, in your individual program of thinking yourself to success, must be to vaccinate yourself against excusitis, the disease of the failures.

Initiative and Leadership Leadership is essential for attaining success—and initiative is the foundation upon which leadership sits. Initiative is that exceedingly rare quality that impels a person to do what ought to be done without being told to. Leadership is found only among those who have acquired the habit of initiative. Leadership is something you must invite yourself into; it will never thrust itself upon you. If you carefully analyze all the leaders with which you are familiar, you will see that they not only exercised initiative, but also went about their work with a definite purpose. You will further see that they possessed self-confidence. Anyone who lacks these traits is not really a leader. Here is the exact procedure to become a person of initiative and leadership: FIRST You must eliminate all procrastination. This habit gnaws at the soul. Nothing is possible until you throw it off. SECOND You can best develop initiative by making it your business to interest those around you in doing the same. You learn best that which you teach. THIRD Understand that there are two kinds of leadership. One is as deadly as the other is helpful. The deadly brand belongs to pseudo-leaders who force

The best leaders create, sustain, and improve their organizations’ social circuitry,* the overlay of the processes, procedures, routines, and norms that enable people to do their work easily and well. While individual specialists are focusing their attention on the problems immediately in front of them, this social circuitry establishes the patterns by which information, ideas, materials, and services flow, setting up people for success and integrating individual efforts for common purpose.

There are three procedures for determining the value of a restaurant: market approach, cost approach, and income approach

Activists successfully challenged inequitable access to public assistance by appealing decisions and demanding access to administrative law procedures known as fair hearings.

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Wiring the Winning Organization asserts that outsized performance doesn’t come merely from reorganizing the shop floor or from adjusting how materials pass through machines (literally or figuratively). Doing so still leaves people spending time and energy on heroics to get things they need to succeed (e.g., information, approvals, requirements, time), navigating often bewildering and byzantine work conditions, processes, procedures, policies, politics, rules, and regulations in their daily work (what we call the danger zone). Instead, the most successful organizations are those that create conditions in which people can fully focus their intellects on solving difficult problems collaboratively and toward a common purpose, delivering solutions that have great societal value (conditions that we call the winning zone).

The idea of literary competence focuses attention on the implicit knowledge that readers (and writers) bring to their encounters with texts: what sort of procedures do readers follow in responding to works as they do? What sort of assumptions must be in place to account for their reactions and interpretations? Thinking about readers and the way they make sense of literature has led to what has been called ‘reader-response criticism’, which claims that the meaning of the text is the experience of the reader (an experience that includes hesitations, conjectures, and self-corrections). If a literary work is conceived as a succession of actions upon the understanding of a reader, then an interpretation of the work can be a story of that encounter, with its ups and downs: various conventions or expectations are brought into play, connections are posited, and expectations defeated or confirmed. To interpret a work is to tell a story of reading.

Ramakrishna Paramhans Ward, PO mangal nagar, Katni, [M.P.] 2nd Floor, Above KBZ Pay Centre, between 65 & 66 street, Manawhari Road Mandalay, Myanmar Phone +95 9972107002 Statistical surveying assumes a critical part in understanding purchaser conduct, market patterns, and contest in any industry. Market research surveys are essential for businesses looking to stay ahead of the competition and make well-informed decisions in the context of Myanmar, a rapidly changing market with increasing opportunities and challenges. This article investigates the meaning of, market research survey in Myanmargives experiences from a new study led by AMT Statistical surveying, and gives suggestions for organizations working in this powerful market climate. # Prologue to Statistical surveying in Myanmar With regards to figuring out purchaser conduct, inclinations, and patterns, statistical surveying assumes a critical part. In Myanmar, a country with a quickly developing business sector scene, directing thorough statistical surveying is fundamental for organizations to settle on informed choices. By get-together important experiences through overviews and information investigation, organizations can fit their items and administrations to meet the particular necessities of Myanmar's different shopper base. ## Understanding the Market Scene Myanmar's market scene is dynamic and different, with a developing economy and an inexorably educated populace. Businesses must keep up with the latest market trends and consumer preferences in order to stay ahead of the curve as the country continues to open up to foreign investment and trade. Directing statistical surveying reviews is an essential method for acquiring a more profound comprehension of the way of behaving and needs of Myanmar's shoppers, assisting organizations with recognizing open doors for development and development. # Significance of Directing Statistical surveying Studies Statistical surveying studies are important devices for organizations hoping to acquire an upper hand in Myanmar's clamoring market. By gathering information straightforwardly from purchasers through reviews, organizations can accumulate bits of knowledge that illuminate their essential dynamic cycles. From recognizing arising patterns to understanding consumer loyalty levels, statistical surveying reviews give organizations significant data that can shape their advertising procedures and item improvement drives. ## Advantages of Statistical surveying for Organizations The advantages of directing statistical surveying studies are huge. By understanding shopper inclinations and conduct, organizations can fit their items and administrations to successfully address the issues of their main interest group. Additionally, market research surveys assist businesses in identifying new market opportunities, assessing levels of customer satisfaction, and assessing the efficacy of their marketing campaigns. At last, statistical surveying engages organizations to settle on information driven choices that drive development and outcome in Myanmar's serious market climate. # Outline of AMT Statistical surveying Organization AMT Statistical surveying is a main market research survey in Myanmar, known for its creative exploration philosophies and wise examination. AMT Market Research has a team of knowledgeable researchers and analysts who specialize in providing individualized research solutions to assist businesses in navigating Myanmar's market landscape's complexities. ## About AMT Statistical surveying AMT Statistical surveying is focused on conveying excellent examination benefits that convey significant experiences to clients across different enterprises. From market division and customer conduct examination to contender profiling and pattern determining, AMT Statistical surveying offers a complete

At Esse India, we understand that having a prior DUI offense can complicate your journey towards Canadian permanent residency or obtaining entry visas such as an electronic travel authorization (eTA) or a temporary resident visa (TRV). Canadian authorities evaluate foreign offenses by comparing them to their Canadian equivalents to determine admissibility. This approach is not unique to Canada; those pursuing Australia permanent residency or Germany permanent residency will face similar scrutiny of their criminal records during immigration. However, being inadmissible doesn’t mean your journey ends here. You have options: • Temporary Resident Permit (TRP): If you have a valid reason to enter Canada, you may apply for a TRP. This process has parallels in Australia and Germany, especially if you are using programs like the Global Talent Stream. • Deemed Rehabilitation: In Canada, if over 10 years have passed since your DUI conviction and the offense is deemed non-serious, you may be eligible for deemed rehabilitation. Keep in mind, each country has unique permanent residency requirements. • Criminal Rehabilitation: If you’re not eligible for deemed rehabilitation, you can apply for criminal rehabilitation, which permanently addresses inadmissibility issues. Navigating these complex processes requires expert guidance. Engaging Canada immigration consultants, especially those well-versed in handling cases from India, can make a significant difference. These experts can assist with the PR process for Canada from India, helping with tasks such as securing legal opinion letters to present your case. Similarly, Australia and Germany immigration consultants can help you overcome challenges in these countries. For those aiming for permanent residency, it’s important to be aware of the specific programs in place. In Canada, options like BCPNP (British Columbia Provincial Nominee Program), MPNP (Manitoba Provincial Nominee Program), and NBPNP (New Brunswick Provincial Nominee Program) can be crucial pathways to residency. Whether you're looking to work or study in Canada, Australia, or Germany, partnering with the best immigration consultants or visa consultancy services is vital. They’ll guide you through key processes like the Canada PR process, Australia PR process, or Germany PR procedure, ensuring your application is successful. For students or professionals exploring work-study programs, these countries offer valuable opportunities. With the help of expert consultants, you can smoothly navigate study visas, spouse visas, tourist visas, or your PR application, ensuring your immigration process is legally sound and hassle-free. At Esse India, we are here to guide you every step of the way.

It is not necessary for district leadership to make a choice between structural and cultural change; both are absolutely necessary. But in many districts, efforts to uniformly implement RTI place a greater emphasis on compliance with paperwork and protocols than on high levels of engagement and ownership among its teachers. RTI is as much a way of thinking as it is a way of doing; it is not a list of tasks to complete, but a dynamic value system of goals that must be embedded in all of the school’s ongoing procedures. This way of thinking places a higher priority on making a shared commitment to every student’s success than on merely implementing programs.

Here, unfortunately, is where Christians have succumbed to the fairy-tale syndrome of our society. It is a particular problem for young, single women. Many a young woman feels that if God wants her to be married, He will drop a marriage partner out of heaven on a parachute or will bring some Prince Charming riding up to her doorstep on a great white horse. One excruciating problem faced by single women—more so in past generations than today—is caused by the unwritten rule of our society that allows men the freedom actively to pursue a marriage partner while women are considered loose if they actively pursue a prospective husband. No biblical rule says that a woman eager to be married should be passive. There is nothing that prohibits her from actively seeking a suitable mate. On numerous occasions, I’ve had the task of counseling single women who insisted at the beginning of the interview that they had no desire to be married but simply wanted to work out the dimensions of the celibacy they believed God had imposed on them. After a few questions and answers, the scenario usually repeats itself: the young woman begins to weep and blurts out, “But I really want to get married.” When I suggest that there are wise steps that she can take to find a husband, her eyes light up in astonishment as if I had just given her permission to do the forbidden. I have broken a taboo. Wisdom requires that the search be done with discretion and determination. Those seeking a life partner need to do certain obvious things, such as going where other single people congregate. They need to be involved in activities that will bring them in close communication with other single Christians. In the Old Testament, Jacob made an arduous journey to his homeland to find a suitable marriage partner. He did not wait for God to deliver him a life partner. He went where the opportunity presented itself to find a marriage partner. But the fact that he was a man does not imply that such a procedure is limited to males. Women in our society have exactly the same freedom to pursue a mate by diligent search. What Do I Want in a Marriage Partner? A myth has arisen within the Christian community that marriage is to be a union between two people committed to the principle of selfless love. Selfless love is viewed as being crucial for the success of a marriage. This myth is based on the valid concept that selfishness is often at the root of disharmony and disintegration in marriage relationships. The biblical concept of love says no to acts of selfishness within marital and other human relationships. However, the remedy for selfishness is nowhere to be found in selflessness. The

As far as multinationals are concerned, money always was and always will be their only God. I once told the Chairman of Nestle during a meeting, ‘I’ve been in this game for fifty years and I know your modus operandi well. Your problem is that in India you’re running into people who know more about dairying than you will ever know. Your problem is that there is a Kurien here and you are unable to find out what his price is, so you’re unable to buy him out, which is what you’d normally do. But you can’t buy me out; you can’t buy off Amul. Keep in mind that all your usual, unscrupulous procedures that bring you success everywhere else will not work here.

[...] These observations will allow us to understand more precisely in what sense one can say, as we did at the beginning, that the limits of the indefinite can never be reached through any analytical procedure, or, in other words, that the indefinite, while not absolutely and in every way inexhaustible, is at least analytically inexhaustible. In this regard, we must naturally consider those procedures analytical which ,in order to reconstitute a whole, consist in taking its elements distinctly and successively; such is the procedure for the formation of an arithmetical sum, and it is precisely in this regard that it differs essentially from integration. This is particularly interesting from our point of view, for one can see in it, as a very clear example, the true relationship between analysis and synthesis: contrary to current opinion, accordng to which analysis is as it were a preparation for synthesis, or again something leading to it, so much so that one must always begin with analysis, even when one does not intend to stop there, the truth is that one can never actually arrive at synthesis through analysis. All synthesis, in the true sense of the word, is something immediate, so to speak, something that is not preceded by any analysis and is entirely indfependent of it, just as integration is an operation carried out in a single stroke, by no means presupposing the consideration of elements comparable to those of an arithmetical sum; and as this arithmetical sum can yield no means of attaining and exhausting the indefinite, this latter must, in every domain, be one of those things that by their very nature resist analysis and can be known only through synthesis.[3] [3]Here, and in what follows, it should be understood that we take the terms 'analysis' and 'synthesis' in their true and original sense, and one must indeed take care to distinguish this sense from the completely different and quite improper sense in which one currently speaks of 'mathematical analysis', according to which integration itself, despite its essentially synthetic character, is regarded as playing a part in what one calls 'infinitesimal analysis'; it is for this reason, moreorever, that we prefer to avoid using this last expression, availing ourselves only of those of 'the infinitesimal calculus' and 'the infinitesimal method', which lead to no such equivocation.

Today, many of us seem to live our lives like honeybees collecting honey which, at the end, we will leave to others for their enjoyment! Our values are often twisted. Our success is largely measured by the size of our bank account, how beautiful or handsome we are, or how luxurious are our homes, cars or boats. Reality TV shows continue to appeal to millions of us who choose to live vicariously through others, rather than taking charge of our own lives and focusing on manifesting the hidden resources that are invested in our souls. Women are often encouraged to seek superficial and temporary beauty, at the risk of endangering their health, even killing themselves, while men are encouraged to appreciate and chase a life of pleasure. In contrast, those whose lives are centered on spirituality are frequently ridiculed as old-fashioned or at least looked down upon. We seek surgical procedures to fight the natural aging process and enjoy ‘borrowed youth’ a bit longer, even though we know, deep in our hearts, that it is ultimately a losing battle.

Get ready for the new things God has in store Pastor Dutch Sheets told a story about a forty-year-old lady having open-heart surgery. She had blockage in one of her arteries and had to have bypass surgery. Although this is a delicate procedure, it’s considered a routine surgery and performed successfully more than 230,000 times every year. During the operation, the surgeon clamps off the main vein flowing to the heart and hooks it to machine that pumps the blood and keeps the lungs working. The heart actually stops beating while the vein is being bypassed. When the procedure is over and the machine is removed, the warmth from the body’s blood normally causes the heart to wake back up and start beating again. If that doesn’t work, they have drugs that will wake up the heart. This lady was on the operating table and the bypass was finished, so they let her blood start flowing, but for some reason her heart did not start beating. They gave her the usual drugs with no success. She had no heartbeat. The surgeon massaged her heart with his hand to stimulate that muscle and get it beating again, but even that did not work. The surgeon was so frustrated, so troubled. It looked as if his patient was finished. After doing everything he could medically, he leaned over and whispered in her ear, “Mary, I’ve done everything I can do. Now I need you to tell your heart to beat again.” He stepped back and heard bump, bump, bump, bump. Her heart kicked in and started beating. Do you need to tell your heart to beat again? Maybe you’ve been through disappointments and life didn’t turn out like you had hoped. Now you’re just sitting on the sideline. You’ve got to get your passion back. Get your fire back. Tell your heart to dream again. Tell your heart to love again. Tell your heart to laugh again. Tell your heart to believe again.

under conditions of complexity, not only are checklists a help, they are required for success. There must always be room for judgment, but judgment aided—and even enhanced—by procedure.

MAKING THE CALL Suppose you had a successful social encounter at a party. Last night went fine. But now you sit by the phone, the person’s phone number in hand, afraid to make that call you know you want to make. Maybe the person doesn’t really want you to call. (Then why did she give you her phone number?) Maybe she’s changed her mind. (There’s only one way to find out!) If you have a problem following up, you need to internalize this self-coaching advice: Dread, then do. If you feel anxious, use relaxation techniques to ready yourself to make the call. Then make it. No matter what, you will feel relieved and even proud of yourself once you’ve done it. Appropriate follow-up is crucial; otherwise, all the groundwork you’ve laid in your initial conversation will go to waste. When you call someone on the phone, remember all the skills you’ve practiced so far. And be sure to call when you say you are going to call. Imagine how you’d feel if someone whose company you’d enjoyed promised to call you on Tuesday and the call didn’t come until Friday, if at all. And finally, remember to ask about things the person told you in previous conversation. This is your chance to broaden your new friendship, so make plans and follow through on them soon. (Remember: friendship first. It’s okay, especially at this stage, for a woman to initiate a social engagement with a man, whether it leads to romance or not). If you would like to follow up with someone in your company or outside it who could become a valuable part of your career network, the procedure is much the same. Stay in touch in whatever ways are appropriate for your workplace. A clipping of a work-related article with a simple note—“Bill: Thought this would interest you,” and your name—lets the person know you appreciated his knowledge and insight. If you like, you could follow up on an outside contact with a brief note saying you enjoyed meeting the person, and then call later, perhaps with an invitation for a business lunch or a lecture. Developing contacts inside your workplace and beyond could help you build job opportunities. And feeling connected to the business community in which you work can be fulfilling too. People may soon want to begin networking with you!

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A high degree of independence from other systems is achieved by avoiding in-band remote procedure calls (RPCs), where a user request is satisfied only by successful completion of an API request to a remote system.

However we assess the relief of the siege of Orleans and the subsequent successes in the Loire Valley, the military proficiency of the French shocked the English to the point that French victory now seemed almost inevitable. If the English had learned that the French had new materiel or a brilliant new commander, they might have been able to devise counter procedures. But they had underestimated everything, from the loyalty evoked by Joan's leadership at Orleans to the fresh resolve of the men who knew her. In a way she also stood for something like a principle of minimal violence, for although she was always exposed to injury and indeed sustained serious wounds, she never personally harmed an enemy solider. The events of the late spring and early summer of 1929 engendered a new collective spirit among the French.

It is still evident that the problem of finances is an enormously important one. The lack of money to do the job and to compete successfully for audiences with elaborate and attractive commercial programs seems almost hopeless. As far back as 1936, Doctor [Levering] Tyson . . . stated at the joint meeting of the Council and the Institute for Education by Radio at Columbus: Unfortunately, there is not much chance to get money until there is some general understanding of, and agreement in, country-wide objectives to which local and regional objectives can be fitted, and until controversy over these objectives is eliminated so that a unified plan of procedure can be followed

The Krishnas' resolution was brilliant. They switched to a fund-raising tactic that made it unnecessary for target persons to have positive feelings toward the fund-raisers. They began to employ a donation-request procedure that engaged the rule for reciprocation, which, as demonstrated by the Regan study, is strong enough to overcome the factor of dislike for the requester. The new strategy still involves the solicitation of contributions in public places with much pedestrian traffic (airports are a favorite), but now, before a donation is requested, the target person is given a "gift"—a book (usually the Bhagavad Gita), the Back to Godhead magazine of the Society, or, in the most cost-effective version, a flower. The unsuspecting passerby who suddenly finds a flower pressed into his hands or pinned to his jacket is under no circumstances allowed to give it back, even if he asserts that he does not want it. "No, it is our gift to you," says the solicitor, refusing to accept it. Only after the Krishna member has thus brought the force of the reciprocation rule to bear on the situation is the target asked to provide a contribution to the Society. This benefactor-before-beggar strategy has been wildly successful for the Hare Krishna Society, producing large-scale economic gains and funding the ownership of temples, businesses, houses, and property

Nixon’s dehumanization and demonization of drug offenders had been a (literally) smashing success. Tactics like these had rarely been used in the United States, even against hardened criminals. Now they were being used against people suspected of nonviolent crimes, and with such wanton disregard for civil rights and procedure that the occasional wrong door or terrorized family could be dismissed as “an insignificant detail” or as cops “just trying to do their job.

Managing the Neutral Zone: A Checklist Yes No   ___ ___ Have I done my best to normalize the neutral zone by explaining it as an uncomfortable time that (with careful attention) can be turned to everyone’s advantage? ___ ___ Have I redefined the neutral zone by choosing a new and more affirmative metaphor with which to describe it? ___ ___ Have I reinforced that metaphor with training programs, policy changes, and financial rewards for people to keep doing their jobs during the neutral zone? ___ ___ Am I protecting people adequately from inessential further changes? ___ ___ If I can’t protect them, am I clustering those changes meaningfully? ___ ___ Have I created the temporary policies and procedures that we need to get us through the neutral zone? ___ ___ Have I created the temporary roles, reporting relationships, and organizational groupings that we need to get us through the neutral zone? ___ ___ Have I set short-range goals and checkpoints? ___ ___ Have I set realistic output objectives? ___ ___ Have I found the special training programs we need to deal successfully with the neutral zone? ___ ___ Have I found ways to keep people feeling that they still belong to the organization and are valued by our part of it? And have I taken care that perks and other forms of “privilege” are not undermining the solidarity of the group? ___ ___ Have I set up one or more Transition Monitoring Teams to keep realistic feedback flowing upward during the time in the neutral zone? ___ ___ Are my people willing to experiment and take risks in intelligently conceived ventures—or are we punishing all failures? ___ ___ Have I stepped back and taken stock of how things are being done in my part of the organization? (This is worth doing both for its own sake and as a visible model for others’ similar efforts.) ___ ___ Have I provided others with opportunities to do the same thing? Have I provided them with the resources—facilitators, survey instruments, and so on—that will help them do that? ___ ___ Have I seen to it that people build their skills in creative thinking and innovation? ___ ___ Have I encouraged experimentation and seen to it that people are not punished for failing in intelligent efforts that do not pan out? ___ ___ Have I worked to transform the losses of our organization into opportunities to try doing things a new way? ___ ___ Have I set an example by brainstorming many answers to old problems—the ones that people say we just have to live with? Am I encouraging others to do the same? ___ ___ Am I regularly checking to see that I am not pushing for certainty and closure when it would be more conducive to creativity to live a little longer with uncertainty and questions? ___ ___ Am I using my time in the neutral zone as an opportunity to replace bucket brigades with integrated systems throughout the organization?

1. Insects and fungi are not the real cause of plant diseases but only attack unsuitable varieties or crops imperfectly grown. Their true role is that of censors for pointing out the crops that are improperly nourished and so keeping our agriculture up to the mark. In other words, the pests must be looked upon as Nature's professors of agriculture: as an integral portion of any rational system of farming. 2. The policy of protecting crops from pests by means of sprays, powders, and so forth is unscientific and unsound as, even when successful, such procedure merely preserves the unfit and obscures the real problem -- how to grow healthy crops." (An Agricultural Testament)

practical intelligence.” To Sternberg, practical intelligence includes things like “knowing what to say to whom, knowing when to say it, and knowing how to say it for maximum effect.” It is procedural: it is about knowing how to do something without necessarily knowing why you know it or being able to explain it.

In 2014, however, Chinese scientists were believed to have a 75% success rates cloning pigs. In the future, the procedure might be used to preserve endangered species or even revive extinct species. First experiments with DNA from a wild mountain goat, officially declared extinct in 1999, proved successful.

in American animation the dialogue is recorded first. Even though that may sound like a little technical, procedural issue, it actually affects how animation is used, the aesthetics, and the entire approach to the idea of animation as performance. This is a central difference between American animation and Japanese animation.

Figure 3.35 shows examples of nonstandard trend lines: FIGURE 3.35 Nonstandard Trend Lines in XLF A is drawn between lows in a downtrend instead of between highs in a downtrend. B is also drawn between lows in a downtrend. Furthermore, it ignores a large price spike in an effort to fit the line to later data. C is more of a best-fit line drawn through the center of a price area. These may be drawn freehand or via a procedure like linear regression. D is drawn between highs in an uptrend. E raises a critical point about trend lines: They are lines drawn between successive swings in the market. If there are no swings, there should be no trend line. It would be hard to argue that the market was showing any swings at E, at least on this time frame. This trend line may be valid on a lower time frame, but it is nonstandard on this time frame. In general, trend lines are tools to define the relationship between swings, and are a complement to the simple length of swing analysis. As such, one of the requirements for drawing trend lines is that there must actually be swings in the market. We see many cases where markets are flat, and it is possible to draw trend lines that touch the tops or bottoms of many consecutive price bars. With one important exception later in this chapter, these types of trend lines do not tend to be very significant. They are penetrated easily by the smallest motions in the market, and there is no reliable price action after the penetration. Avoid drawing these trend lines in flat markets with no definable swings.

The oversight group had been put in place without anyone asking a fundamental question: How do we enable our people to solve problems? Instead, they asked: How do we prevent our people from screwing up? That approach never encourages a creative response. My rule of thumb is that any time we impose limits or procedures, we should ask how they will aid in enabling people to respond creatively. If the answer is that they won’t, then the proposals are ill suited to the task at hand.

Attestation is the process, thereby which certificates and documents are declared genuine in terms of legality and other aspects. In some countries the process of attestation is also known as authentication and legalization. Taking into consideration, the present scenario, the need for attestation has grown over the years. As a result, there has also been a growth in the number of agencies offering certificate attestation services. The needs for certificate attestation are many. Whether you are looking at settling down in a foreign land or get enrolled into a prestigious institution abroad, you will have to get your documents testified by a concerned authority in power. There are two ways through which you can accomplish the attestation process. One of them is to take the entire responsibility on oneself and get the documents authenticated. The second option is to involve an agency to get your documents testified. The benefits of engaging an agency to attest your documents is that you need not run from pillar to post to find the right authority who can authenticate your documents. Hiring an agency also spares you from a lot of unnecessary hassles. However, the challenge is to spot a genuine agency who can get your documents testified efficiently within a stipulated period of time. Attestation of certificates includes attesting the birth certificate, degree certificate or the marriage certificate. Besides these there can be other kinds of certificates as well that require authentication from a recognized authority. Different processes are followed for attesting the different certificates. For example, if you want to admit your kids in a school, it is mandatory to attest the birth certificate. It declares the genuinty of the date of birth. A birth certificate has to be first attested in the state from where the certificate was issued, then by the ministry of external affairs and finally by the embassy of the country in which your kid will be admitted into a school. Similarly, attestation of the marriage certificate is needed to apply for a family visa abroad. You must be aware of the fact that without a valid attestation of the marriage certificate it is impossible to get a family visa. The authentication of your degree certificates, on the other hand, is important to make you eligible for a job in a foreign land. Some documents which are mandatory for successfully completing the attestation of all these certificates are copies of passport, visa copy and all other relevant documents in accordance to the certificate that will be authenticated. The bottom line is hiring a certificate attestation service provider will surely reduce your tension before you leave the country. But before you submit all your documents to any such agency, try to find out adequately about them. If required you can search online for reviews or consult your friends and family for advice. Once you have shortlisted a service provider, try to have a detailed discussion with them about the procedures they will follow and the time they would require to complete the authentication of all your documents.

There are strong reasons for suspecting that the modification of quantum theory that will be needed, if some form of R is to be made into a real physical process, must involve the effects of gravity in a serious way. Some of these reasons have to do with the fact that the very framework of standard quantum theory fits most uncomfortably with the curved-space notions that Einstein's theory of gravity demands. Even such concepts as energy and time-basic to the very procedures of quantum theory-cannot, in a completely general gravitational context, be precisely defined consistently with the normal requirements of standard quantum theory. Recall, also, the light-cone 'tilting' effect (4.4) that is unique the physical phenomenon of gravity. One might expect, accordingly, that some modification of the basic principles of quantum theory might arise as a feature of its (eventual) appropriate union with Einstein's general relativity. Yet most physicists seem reluctant to accept the possibility that it might be the quantum theory that requires modification for such a union to be successful. Instead, they argue, Einstein's theory itself should be modified. They may point, quite correctly, to the fact that classical general relativity has its own problems, since it leads to space-time singularities, such as are encountered in black holes and the big bang, where curvatures mount to infinity and the very notions of space and time cease to have validity (see ENM, Chapter 7). I do not myself doubt that general relativity must itself be modified when it is appropriately unified with quantum theory. And this will indeed be important for the understanding of what actually takes place in those regions that we presently describe as 'singularities'. But it does not absolve quantum theory from a need for change. We saw in 4.5 taht general relativity is an extraordinarily accurate theory-no less accurate than is quantum theory itself. Most of the physical insights that underlie Einstein's theory will surely survive, not less than will most of those of quantum theory, when the appropriate union that moulds these two great theories together is finally found.

Despite the experimental success of the theory...the fact that the infinities occur at all continues to produce grumbling...Dirac in particular always referred to renormalization as sweeping the infinities under the rug. I disagreed with Dirac and argued the point with him at conferences at Coral Gables and Lake Constance. Taking account of the difference between the bare charge and mass of the electron and their measured values is not merely a trick that is invented to get rid of infinities; it is something we would have to do even if everything was finite. There is nothing arbitrary or ad hoc about the procedure; it is simply a matter of correctly identifying what we are actually measuring.

My MIT rendezvous studies really paid off. I knew that the critical key to our success would be our ability to separate the lunar landing module from a launch-and-reentry “mother ship,” a command module, land it on the Moon’s surface, then lift off and reliably rendezvous the two spacecraft in orbit around the Moon, a risky maneuver. If it failed, there would be no way to rescue the astronauts who had landed. Luckily, my MIT work was exactly what was needed to help figure out these complicated rejoining procedures. I thought about space rendezvous; talked about space rendezvous; ate, slept, and dreamed about space rendezvous so much that I became known to my astronaut peers as “Dr. Rendezvous.” Mercury

To make matters worse, most companies use the same standards for evaluating both routine and innovative work. They use conventional idea #6: Reward success, punish failure and inaction. This is fine for routine tasks. When known procedures are used by well-trained people, failure does signal improper training, weak motivation, or poor leadership. But applying this standard to innovative work stifles intelligent risks. The usual reward scheme means that, because people who do routine work succeed most of the time, they are glorified as winners. In contrast, people who do innovative work fail a lot. So they not only get few rewards, they may be denigrated as losers. In many companies, people who do routine work complain that “if those creative types just acted more like us, they would be more efficient and wouldn’t make all those mistakes!

Learning, therefore, contributes to forgetting. As we learn new information, procedures, and skills, we create the potential for competition with related information, skills, and procedures that already exist in memory. Access to that earlier learning can then be inhibited or blocked by related aspects of the newer, and perhaps more accessible, learning.

Why We Develop Faulty Mental Models of Ourselves as Learners It is very puzzling, in fact, that as lifelong users of our memories and learning capabilities, we do not end up with a more accurate mental model of how we learn, or fail to learn. Why is it, in short, that we are not educated by the “trials and errors of everyday living and learning” (R. A. Bjork, 1999, p. 455)? One consideration is that the functional architecture of how humans forget, remember, and learn is unlike the corresponding processes in man-made devices. Most of us do not, of course, understand the engineering details of how information is stored, added, lost, or overwritten in man-made devices, such as a computer or video recorder, but the functional architecture of such systems is simpler and more understandable than is the complex architecture of human learning and memory. To the extent, for example, that we do think of ourselves as working like such devices, we become prone to assuming that exposing ourselves to information and procedures will lead to storage (i.e., recording) of such information or procedures in our memories—that the information will write itself in one’s memory, so to speak.

The Importance of Becoming Metacognitively Sophisticated as a Learner Whatever the reasons for our not developing accurate mental models of ourselves as learners, the importance of becoming sophisticated as a learner cannot be overemphasized. Increasingly, coping with the changes that characterize today’s world—technological changes, job and career changes, and changes in how much of formal and informal education happens in the classroom versus at a computer terminal, coupled with the range of information and procedures that need to be acquired—requires that we learn how to learn. Also, because more and more of our learning will be what Whitten, Rabinowitz, and Whitten (2006) have labeled unsupervised learning, we need, in effect, to know how to manage our own learning activities. To become effective in managing one’s own learning requires not only some understanding of the complex and unintuitive processes that underlie one’s encoding, retention, and retrieval of information and skills, but also, in my opinion, avoiding certain attribution errors. In social psychology, the fundamental attribution error (Ross, 1977) refers to the tendency, in explaining the behaviors of others, to overvalue the role of personality characteristics and undervalue the role of situational factors. That is, behaviors tend to be overattributed to a behaving individual’s or group’s characteristics and underattributed to situational constraints and influences. In the case of human metacognitive processes, there is both a parallel error and an error that I see as essentially the opposite. The parallel error is to overattribute the degree to which students and others learn or remember to innate ability. Differences in ability between individuals are overappreciated, whereas differences in effort, encoding activities, and whether the prior learning that is a foundation for the new learning in question has been acquired are underappreciated.

Roman tactics in battle were comparatively simple and, since they had proved so successful in previous wars, were used against the Carthaginians until the latter demonstrated, by a flexibility designed to match each new occasion, that what had triumphed over Latins and Greeks and Gallic tribes needed adaptation. First of all, the Roman front line would open fire with their throwing spears, following this up with a charge with their swords—somewhat akin to the musket volley and bayonet charge of later wars. If this failed to break the enemy front, the second line, passing through the first on their chess-board principle, would repeat the procedure. The veterans held as reserve could then be used if necessary, while all the time the lightly-armed infantry were skirmishing on the flanks of the enemy, aided by the cavalry. These tactics had served the Romans well in the past—and were to do so in the future—but proved inadequate to deal with a general who modified his own tactics to suit each new battlefield, and who used elements of surprise and carefully laid traps, into which the Romans more often than not were prone to blunder.

How to provide awesome technical support Most back and forth happens because customers fail to explain their problem, or the support rep fails to understand the issue. Ask these questions: What is the error? What are the steps to reproduce the error? What are the desired results? Your software should have a public and a private facing log. The log should detail successful syncs and sync failures. Users should have an option to receive the log by email and view it on your website. In our log, we have code that checks for error messages. If the message contains a phrase, then a help article appears next to the error. This article is not only good for end-users but also for your support staff. Your employees can better understand the error and follow the standard operating procedures to resolve it. This system reduced our support costs by half.

The placebo works the same way. The more you believe that a particular substance, procedure, or surgery will work because you’ve been educated about its benefits, the better your chances of responding to the thought of improving your health and getting better. In other words, if you place more meaning behind a possible experience with a person, place, or thing in your external environment in order to change your internal environment, then you’re more likely to be successful at intentionally changing your inner state by thought alone.

Whether the task is mental or physical, interleaving improves the ability to match the right strategy to a problem. That happens to be a hallmark of expert problem solving. Whether chemists, physicists, or political scientists, the most successful problem solvers spend mental energy figuring out what type of problem they are facing before matching a strategy to it, rather than jumping in with memorized procedures. In that way, they are just about the precise opposite of experts who develop in kind learning environments, like chess masters, who rely heavily on intuition. Kind learning environment experts choose a strategy and then evaluate; experts in less repetitive environments evaluate and then choose.

You must avoid looking for shortcuts in life, if you truly wish to know the full procedure of doing things.

The following are some of the most common mistakes made by project managers: Not clearly understanding how or ensuring that the project is aligned with organizational objectives. Not properly managing stakeholder expectations throughout the project. Not gaining agreement and buy-in on project goals and success criteria from key stakeholders. Not developing a realistic schedule that includes all work efforts, task dependencies, bottom-up estimates, and assigned leveled resources. Not getting buy-in and acceptance on the project schedule. Not clearly deciding and communicating who is responsible for what. Not utilizing change control procedures to manage the scope of the project. Not communicating consistently and effectively with all key stakeholders. Not executing the project plan. Not tackling key risks early in the project. Not proactively identifying risks and developing contingency plans (responses) for those risks. Not obtaining the right resources with the right skills at the right time. Not aggressively pursuing issue resolution. Inadequately defining and managing requirements. Insufficiently managing and leading the project team.

TREATMENTS FOR REMOVING A BIRTHMARK Birthmark removal is one of our most challenging, but also satisfying, treatments. Not all birthmarks are the same, regardless of how they appear, which means that technology and expertise are critical to the success of a birthmark removal procedure. A port-wine stain is one sort of red birthmark, while there are several brown birthmarks and other types of birthmarks. Many of these conditions can be successfully treated using laser technology and by using other treatments for removing birthmarks. Birthmarks are skin signs that a baby may develop before or shortly after birth. Birthmarks can be flat or raised, have regular or irregular borders, and vary in color from brown, tan, black, or pale blue to pink, red, or purple. Though most birthmarks are nontoxic and do not require medical treatment, it is important to keep note of any changes in their appearance. Some birthmarks are large and significant enough to interfere with other biological functions. Birthmarks are often produced by the unusual development of cellular components in the skin. The two most common causes of birthmarks are as follows: (i) Irregular development of blood vessels beneath the skin. (ii) An increase in the number of pigments (i.e. melanin) generating cells that gather together under the skin. There are several old wives’ stories and superstitions concerning birthmark causes in various cultures across the world. For more information kindly visit or contact 0331 1117546

How To Get the Exact Position You Desire. Everyone enjoys doing the kind of work for which he is best suited. An artist loves to work with paints, a craftsman with his hands, a writer loves to write. Those with less definite talents have their preferences for certain fields of business and industry. If America does anything well, it offers a full range of occupations, tilling the soil, manufacturing, marketing, and the professions. First: decide exactly what kind of a job you want. If the job doesn’t already exist, perhaps you can create it. Second: choose the company or individual for whom you wish to work. Third: study your prospective employer, as to policies, personnel, and chances of advancement. Fourth: by analysis of yourself, your talents and capabilities, figure what you can offer, and plan ways and means of giving advantages, services, developments, ideas that you believe you can successfully deliver. Fifth: forget about “a job.” Forget whether or not there is an opening. Forget the usual routine of “have you got a job for me?” Concentrate on what you can give. Sixth: once you have your plan in mind, arrange with an experienced writer to put it on paper in neat form, and in full detail. Seventh: present it to the proper person with authority and he will do the rest. Every company is looking for men who can give something of value, whether it be ideas, services, or “connections.” Every company has room for the man who has a definite plan of action which is to the advantage of that company. This line of procedure may take a few days or weeks of extra time, but the difference in income, in advancement, and in gaining recognition will save years of hard work at small pay. It has many advantages, the main one being that it will often save from one to five years of time in reaching a chosen goal. Every person who starts, or “gets in” halfway up the ladder does so by deliberate and careful planning.

Why did my actions yesterday contradict my reason?' The reply to this question will nearly always be: 'Because at the critical moment I forgot.' The supreme explanation of the abortive results of so many efforts at self-alteration, the supreme explanation of our frequent miserable scurrying into a doctrine of fatalism, is simple forgetfulness. It is not force that we lack, but the skill to remember exactly what our reason would have us do or think at the moment itself. How is this skill to be acquired? It can only be acquired, as skill at games is acquired, by practice; by the training of the organ involved to such a point that the organ acts rightly by instinct instead of wrongly by instinct. There are degrees of success in this procedure, but there is no such phenomenon as complete failure.